The project utilised a comparative case study approach to undertake a brief review into the performance aspects of alliances.
2012 – January 2013
Australian Research Council (ARC) grant with the linkage partner the Alliance Association of Australasia (AAA).
The research undertook the review across six broad areas – Performance, Commitment to Best for Project, Value Delivery, Team Collaboration, Workplace Culture and Innovation. Although the research was confined to alliance projects, the findings indicate continuing support for alliances in delivering against Key Result Areas. Furthermore, clients identified the importance of a strong Alliance Management Team and Alliance Leadership Team structure to support project deliverables and processes. Alliances provide an operating environment that facilitates a strong sense of teamwork and encourages innovation and valuable ideas that can contribute to the success of the project. Projects that deploy an alliance methodology tend to be more able to respond to change in scope and are flexible enough to respond to the change without contractual negotiations occurring. Not every alliance project included in this survey came in under budget or under time, but those that did also identified a positive working culture and a desire by all to achieve the best possible outcome.
The objective of the research is to collect data across several areas of alliancing, including performance, best for project/client, value delivery, collaboration, workplace culture and innovation. The survey also provides an opportunity to collect information on the role and function of the Alliance Leadership Team and Alliance Management Team.
Professor Derek Walker and Dr James Harley
Host institution: RMIT University